provincial governments - philippines

191

Provincial Governments of Davao del Norte, Lanao del Norte and Aklan

BACKGROUNDThe Facility has been collaborating with the provincial governments of Davao del

Norte (PGDDN), Lanao del Norte (PGLDN) and Aklan (PGAk) to improve their capacity,

competency and change readiness that will contribute in effective performance of

mandates, i.e., deliver essential services PAHRODF provided technical assistance

to improve their Human Resource Information Systems and leadership and change

management competencies. It enabled the provincial LGUs formulate their respective

Human Resource Development (HRD) Plan that will serve as basis for learning and

development activities and investments. Scholarships (Australia Awards Scholarships

and In-Country Scholarship Program) with study programs responsive to priority

competency needs were likewise provided. These complementary interventions are

expected to lead to more accountable, transparent, effective and inclusive governance

(Statement of Commitment no.5). n

PARTNERSHIP HIGHLIGHTS 201O-2013

192

RESULTS FRAMEWORK AND HROD PLAN

PAHRODF, in line with its integrated results framework (Figure 10) with partner local

government units, assisted PG Lanao del Norte develop and enhance critical competencies

and capacities of targeted officers, staff, from both road-related departments (RRDs) and

other departments’ key officers/staff responsible for HR Management and Development

(HRMD). This package of assistance meant to support the HRMD office in performing

strategic roles, especially enabling RRDs to meet road-related reform agenda as well

as targeted staff deliver mandated services along its strategic development thrusts..

HRODF complements the initiatives of the Philippines Provincial Roads Management

Facility (PRMF) of the Australian Government along HRMD. PRMF assists in improving

road infrastructure and local governance in 10 provinces in Mindanao and the Visayas.n

LGUS’ DEVELOPMENT DIRECTIONS AND PRIORITY AGENDA (Economic Development / Prosperity, Poverty Alleviation; Improved Quality of Life)

SOC

- Stro

nger

Insti

tutio

ns fo

r Acc

ount

able

and

Inclu

sive G

over

nanc

e

Physical / Infrastructure Development;

Agri-Economic, etc.

Environmental / Eco-systems Management

3-YEAR EXECUTIVE LEGISLATIVE AGENDA (ELA)

Improved LGU capacity to provide HR related services to the PLGU o�ces/units (PHRMO performing strategic HR roles)

PAHRODF INTERVENTIONS

Social DevelopmentAdministrative Governance

Year 3: Other Interventions to assist LGUs move to higher level of CSC accreditation (per PRIME-HRM) and institutionalise their strategic roles, sustain gains; Scholarships;

Short Courses

Year 2: Strengthening Learning and Development Processes (systems, pool of trainers); Leadership Development;

Scholarships; Short Courses

Year 1: HR Coaching; HRD Planning; Creating Change Visions;

Leadership Development; Competency Profiling; HRIS Assessment; Scholarships; Short Courses

193

PARTNER INSIGHTS

“Through the interventions of HRODF

,PHRMDO is no longer transactional but

transformed to being strategic.”

“The HRD Plan is being used as basis

in selecting appropriate participants to

attend to priority interventions. Over time,

this will yield well-trained and competent

human resources who will contribute in the

attainment of PGLDN’s vision 2020. ”

The LGU of Davao del Norte enjoyed the

benefits of the interventions since 2012 up

to the present. It has changed perspectives,

attitudes, behaviours, of the HR staff snd

the rest of the employees. Eugenie Pusing,PHRMDO, PGLDN

Chirelyn Leopoldo,PIAO, PGLDN

Methuselah Santamaria,PHRMO, PGAklan

Monica Salido,PHRMO, PGDDN

“What we learn from the HRD Planning

processes of the twelve (12) road related

departments was replicated to the other

units/offices of the provincial government.

An HRD Plan for the whole province is

being put together. There is a conscious-

ness on our part (the HRMO), to identify,

competencies, target participants, align

learning and development activities to

our strategic goals. Interventions that cut

across all departments are under the care

of the HRMO ”

194

JOURNEY TO CHANGING PARADIGMS

2011-2012 2012-2013 2013-2014

ASSESSMENT IMPLEMENTATION OF OD INTERVENTIONS

PREPARATION FOR PRIME-HRM

PAHRODF assisted its partner LGUs in conducting an OA

PAHRODF began implementa-tion of interventions identified in

the HROD Plans

The Facility is helping prepare the LGUs for accreditation in

PRIME-HRM

• PAHRODF conducted an or-

ganisational assessment of its

partner LGUs to assess their

levels of capacity, competen-

cy and change readiness. The

OAs served as basis for the

development of their respec-

tive HR/OD plans.

• The Facility and the partner

LGUs identified HRMD

and Leadership as priority

areas for interventions

for the provinces.

• PAHRODF deployed an HR

Specialist/Coach in the Provin-

cial HRM Offices to help improve

their competencies and pro-

cesses in HRM and prepare the

PHRMO to undertake the forth-

coming HROD interventions

• The Facility helped assess the

LGU’s (PG Davao del Norte and

PG Aklan) Human Resource

Information System (HRIS) for

their capacity and competency

requirements and readiness to

automate their HR systems.

• The Facility helped strengthen

the Leadership and Change

Management competencies of

Road Related Department Heads

and Executive Officials.

• HRODF assisted LGUs formulate

their respective HRD Plans.

• The Facility is helping improve

the competency of PHRMOs

to acquire better accredita-

tion level in the Program to

Institutionalize Meritocracy

and Excellence in Human

Resource Management

(PRIME- HRM).

• The Leadership and Devel-

opment intervention was

replicated for other provin-

cial government department

heads, the Vice-Governor and

the Sangguniang Panlalaw-

igan Members.

• PAHRODF continues to help

improve the provinces’ ca-

pacity and competencies to

manage & deliver learning and

development services

195

FACTS AND FIGURES

Davao del Norte

Aklan Lanao del Norte

Investment AUD174,940.43 AUD189,500 AUD159,997.56

Total Number of Employees 1,859 2,968 (as of Oct 2014)

967 (as of Oct 2014)

Total number of core participants 21 19 14

Total number of scholars (July 2011 to June 2014)

20 13 0

Total Number of REAPs 20 17 5

Intervention 7 6 5 Scholarship 13 11 0

Plantilla 874 1,318 413 Non-plantilla 985 1,650 541

Outputs produced 3-year HRD Plan; Harmonized HRD Planning with Pro-vincial Government Annual Planning and Budget Process; HRD Planning Manual

3-Year HRD Plan; Harmo-nized HRD Planning with Provincial Government Annual Planning and Budget Process; HRD Planning Manual

3-Year HRD Plan; Harmo-nized HRD Planning with Provincial Government Annual Planning and Budget Process; HRD Planning Manual; Train-er’s Manual: Presentation and Facilitation Skills, Managing HRD Interven-tions

TOTAL NUMBER OF INTERVENTIONS

8 8 6Davao del Norte Lanao del NorteAklan

Note: e=estimated

196

Intervention Summary (PGDDN)

Leadership Development and Change Management

BASELINE TARGET RESULT CURRENT STATUSThe Organisational Assessment recommended the development of leadership skills especially in vision setting, decision-making, problem solving, finding and optimising opportunities. Further, it indicated the need to put in mechanisms to share management and leadership practices

Visions and change

plans formulated

among the road

related sectors and

shared in respective

departments;

Structures that

facilitate sharing

among leaders

put in place and

cascaded to the

staff.

COMPLETED

•Clearchangeagendaamongthedepartmentsinvolvedinroad

management; sharing of reform agenda change visions among

the staff of respective offices/departments; Accomplishment

reports provided to top management now capture outcomes and

contributions to impact instead of outputs.

•OtherPGdepartmentheads,Vice-Governorandthe

Sangguniang Panlalawigan members attended the Leadership

Development Training on May 6-9, 2014. This learning session

served as a venue for both the executive and the legislative to

share their aspirations and re-build the camaraderie among

the officers. It also enhanced their leadership competencies

especially among the SP members in dealing with their

respective constituents.

•Theleadershipandmanagementstructuresareactiveand

operational with the Executive Committee holding regular

meetings and consultations. The Project Management Team uses

a participative approach in the conduct of its activities.

197

Technical Assistance – Assessment of Human Resource Information System (HRIS)

BASELINE TARGET RESULT CURRENT STATUSMost systems in the HRMO are stand-alone / not integrated and built in different programming language. The current Information System and Strategic Plan (ISSP) does not clearly describe the requirements of the HRIS

Status of existing

HRIS / processes and

related systems (payroll,

attendance, benefits,

201 filing and updating,

etc.) established and

HRIS targets and

options clarified. The

requirements of the options

in terms of hardware,

software, resources,

people, mandates as

well as the necessary

conditions to facilitate

establishment / installation

and maintenance of an

appropriate HRIS identified.

COMPLETED

•HRISPlanfullydocumentedanditsrequirements

included in the LGU’s ISSP. The competency

requirements (business analysis and re-engineering,

systems analysis, project management and change

management) inform on-going HRD planning.

•ThebudgetforHRIS(PhP5,985,576.00)hasbeen

included in the approved ISSP.

•ThereareregulardiscussionsbytheHRISProject

Steering, Management, and Implementation Groups

on the development of the project based on the HRIS

Project Work Breakdown.

•TheHRISisbeingdevelopedinternally(bytheIT

Unit & software developers of the province). Team

attended training on Systems Development (covered

Business Processes, Review, data flow, and systems

programming. The HRIS software is integrated with

common Database (MS SQL) and one web-based

programming language (C# using Model View

Controller). A Firewall is in place to ensure system

security.

•HRISProcessMapwasestablishedwithclearscope

of HRIS (version 1).

•IdentifiedBusinessProceduresoftheHRM

processes converted into Module Prototypes.

•AworkstationfortheHRISProjectImplementation

Team has been put up. LGU procured eight (8) high-

end computer units for the project

198

Human Resource Development Planning

BASELINE TARGET RESULT CURRENT STATUSThe Organisational Assessment found that the LGU has no strategic HRMD Plan, work plans are done on annual basis, it lacks resources for L&D activities, staff lack competencies to undertake HR performance analysis and developing, implementing and monitoring and evaluating L&D interventions

3-Year Strategic HRD Plan

formulated that will guide

the LGU in implementing

L&D interventions /

activities; selected staff

have gained competencies

in HRD planning.

COMPLETED

•AlldepartmentsintheLGUareinvolvedindeveloping

the HRD plan. To date, the LGU has produced

the following: LGU’s HR philosophy, strategic HR

directions, competency gaps of 17 departments,

priority learning and development interventions

to respond to gaps, draft write-up on the different

portions of the plan.

•Approvalsonthethree-yearCompetency-Based

HRD Plan of the Provincial Government of Davao

del Norte were made by the following: Departments

Heads on February 14, 2014; Provincial Governor

and the Sangguniang Panlalawigan on 25th February

2014.

•TheSPResolutionNumber379wasissued7thJuly

to formally indicate approval. A one million budget for

the HRD Plan Year 1 activities allocated (SB No.1) for

this purpose.

•TheHRDCoreTeamiscurrentlyidentifyingthetop

priority LDIs that will be implemented for the last

quarter of 2014.

•ThereisanongoinginterventionbyHRODFthrough

its Learning Service Provider (LSP), People Sparx,

Inc. – “Strengthening Management of L&D Services.”

This is aimed to develop competencies of PGDDN

pool of trainers in designing, implementing, managing

learning and development interventions prioritised in

the HRD Plan. 18 Trainers identified across provincial

government offices are participating in the activity

that commenced first week of August, 2014.

199

Technical Assistance - Human Resource Coaching

BASELINE TARGET RESULT CURRENT STATUSThere is need to increase readiness of the LGU to take on more strategic tasks and improve on its current HR processes. HRMO expected to lead in the HRMD for the Road Related Departments assisted by the Australian Aid through PRMF.

Improve processes in HR

services and deliverables

COMPLETED

•ThereisbetterteamworkamongtheHRMOstaff;

there are clear change directions to support priority

reform agenda; Process in screening staff and

applicants improved / hastened. The personnel

selection board (PSB) now uses behavioural event

interviews (BEIs); Process to complement HR

learning function improved. Behaviour-based terminal

learning objective and the practice of cliniquing after

every training event adopted.

•ThePersonnelSelectionBoard(PSB)maintainedthe

use of Behavioural Event Interviews (BEI) in screening

of applicants. This has been helpful in identifying

and selecting the most appropriate applicants and

eventually, endorsing potential candidates for the

post.

•Improvedteamworkasevidencedintheparticipation

and support of PHRMO staff in committee

assignments during big LGU events and other HR

related activities.

•ThePHRMOcloselycoordinateswithconcerned

offices/departments in implementing their respective

priority learning and development activities per HRD

Plan.

200

Intervention Summary (PG Aklan)


BASELINE TARGET RESULT CURRENT STATUSThere are no clear mechanisms on inter-department / office coordination and relationships. There are occasions when department heads encroach on tasks of other department heads; There are no processes to ensure shared understanding of directions among staff; Tracking of performance is not results-oriented

Established norms that

facilitate coordination

and collaboration among

department heads;

strengthening mechanisms

for organisational

communication that will

cascade strategic directions

and other initiatives from

management to ranks;

improving competencies to

set visions and directions.

COMPLETED

Developed Change Plans among the 5 Key Reform

Agenda along road management, these guide the

respective road related offices in implementing their

activities; Consultation process are being carried out

among departments in enhancing strategic directions

(indicated in the Executive-Legislative Agenda) and in

developing provincial plans.

The change Plans guide the implementation of priority

strategies contained in the sector plans

•ThePHRMOspearheadedthecompletionofSPMS;

the system was approved by the governor. The

SPMS guidelines were endorsed to SP for adoption.

•Thegovernoranddepartmentheadshaverecognised

the implementation of SPMS. They have considered

it as an opportunity to review office targets and

ensure alignment to the strategic priorities of the

province.

•Monthlyexecutiveandlocalfinancecommittee

meeting is regularly conducted; this serves as a

venue to address issues and concerns related to

finance.

•ImprovementsinPEOprocesses(i.e.,updatedroad

inventory and reports used in road network planning,

regular meetings of the Management office, use of

M&E tool for road maintenance, etc…)

•SPmembersandotherdepartmentheads/officers

have attended the leadership development training

(May 2014)

201

Technical Assistance – Assessment of Human Resource Information System (HRIS)

BASELINE TARGET RESULT CURRENT STATUSHR transactions are mostly done manually hence HR business processes are time-consuming and HRMO staff spend 90% of their time performing records keeping and leave management tasks; records are not updated and approvals on leave applications and other services are delayed; Concerned HRMO staff lacks competencies in identifying entry areas for improvement and in initiating change.

HR transactions covering

main and off-site offices

computerised.

COMPLETED

•ConcernedstaffdevelopedaProjectImplementation

Plan that identified applicable software and its

installation strategy. PG Aklan computerised the

following transactions: Staff Leave and Attendance

Management (Biometrics) and employee profile of

(201 files). The system can also generate report on

the number of employees, enables on line filing of

leave applications, fast-tracked approvals since

department heads are now authorised to approve

travel request and official business and leave -

instead of centralising approvals to the Office of the

Governor. Installation of systems started in off-site

offices-hospitals but the onset of typhoon Yolanda

stalled the undertaking.

•HRMISwereinstalledandoperationalizedinsix

offsite offices (DRSTMH, Altavas District Hospital,

Ibajay District Hospital, Caticlan Jetty Port,

Provincial Engineer’s Office and Economic Enterprise

Development Department-Construction Division and

Quarry Service)

•PHRMOstaffhasstartedtoorientandworkwith

other departments/units on data sorting, clean-up

and updating of individual records

202

BASELINE TARGET RESULT CURRENT STATUSThe LGU has no HRD Plan to guide learning and development (L&D) interventions and activities; There is no strategic selection of training participants; There is no set process for identifying competency gaps; There is no training M&E; training activities are mostly provided by oversight agencies (i.e., CSC, DBM, NEDA, etc.). The recently created training and development division is understaffed and has limited experience and competency in HRD planning and customising L&D activities. Training activities are not purposive.

•Prioritycompetency

development needs

of the PGA to bridge

performance gaps in

SLRM Key Reform Areas

(KRAs) identified

•AppropriateL&D

interventions and

targeted participants

identified

•Supportrequirementsfor

plan implementation and

corresponding sources

of these resources

identified

•Toolsandmethods

for monitoring and

evaluating interventions

developed;

•Stepsineffectively

managing the changes

introduced the HRD plan

identified.

COMPLETED

•3-YearstrategicHRDPlanforthe12road-related

departments / units developed; HR strategic

directions and philosophy adopted; the LGU

produced the following manuals: Harmonised HRD

planning with LGU planning and budget process

and HRD planning guide. The Re-entry Plans of

the Australia Awards Scholarships recipients focus

on HRD Planning for the rest of the offices and

integrating these plans into a one provincial HRD

plan.

•PGA-wideHRDPlaniscurrentlybeingconsolidated

and finalised; appropriate L&D interventions for other

offices (non-road related) have been identified and

prioritised

•Prioritisedcompetencygapsandinterventionsin

the draft PGA-wide HRD Plan were considered and

included in the budget preparation for 2015

•EstablishedLearningandDevelopmentCoreteam.

Members of the team were selected from different

departments of the PGA. They are undergoing

Facilitators Training (that commenced end of June

2014)


203

BASELINE TARGET RESULT CURRENT STATUSThere is need to increase readiness of the LGU to undertake HR/OD interventions. HRMO staff sees themselves and their office as second class; HRMO staff merely focused on assigned tasks and does not see its role in achieving the overall HRMO target as well as that of the LGU.

HRMO services and

roles transformed from

transactional to strategic.

Office image, teamwork

among HRMO staff, and

relationships with other

offices improved. LGU is

level 2 CSC accredited

COMPLETED

•ConcernedstaffdevelopedaProjectImplementation

Plan that identified applicable software and its

installation strategy. PG Aklan computerised the

following transactions: Staff Leave and Attendance

Management (Biometrics) and employee profile of

(201 files). The system can also generate report on

the number of employees, enables on line filing of

leave applications, fast-tracked approvals since

department heads are now authorised to approve

travel request and official business and leave -

instead of centralising approvals to the Office of the

Governor. Installation of systems started in off-site

offices-hospitals but the onset of typhoon Yolanda

stalled the undertaking.

•HRMISwereinstalledandoperationalizedinsix

offsite offices (DRSTMH, Altavas District Hospital,

Ibajay District Hospital, Caticlan Jetty Port,

Provincial Engineer’s Office and Economic Enterprise

Development Department-Construction Division and

Quarry Service)

•PHRMOstaffhasstartedtoorientandworkwith

other departments/units on data sorting, clean-up

and updating of individual records


204

Intervention Summary (PGLDN)


BASELINE TARGET RESULT CURRENT STATUSOrganisational Assessment results highlight the need to improve leadership competencies of middle management. Most managers depend on directives of the Governor, especially on proposing and initiating programs and policies as well as introducing changes.

Middle managers/department heads initiating projects/activities to improve respective processes and services.

COMPLETED

•AvailableChangeVisionsforroadrelatedreform

agenda; respective department heads are leading

implementation of action plans to improve their

operations, i.e., engaging stakeholders in road-

related projects, improving finance and procurement

systems, internal audit process.

•ChangeVisionsoftheRoadRelatedDepartmentsare

being implemented by the sectors.

•ChangeVisionsofProvincialHumanResource

Management and Development Office (PHRMDO)

and the Provincial Internal Audit Office (PIAO) have

been completed.

•PIAOisfunctionalandhascompletedtheauditfor

target offices. HRMO has improved its operations,

and put up the following systems: RSP, SPMS,

PRAISE, Grievance, HRIS).

•EnhancedleadershipcompetenciesofHeadsof

Offices as demonstrated by their being able to

formulate Strategic Priorities for their respective

offices and reflected in their Office Performance

Commitment and Review (OPCR) for CY 2014. As

initiated by the heads, these priorities are distributed

and integrated in the Individual Performance

Commitment and Review (IPCR) of their staff.

•SangguniangPanlalawiganandother(non-roads

related) department heads attended the Leadership

Development Course in May 2014

205

BASELINE TARGET RESULT CURRENT STATUSThe OA showed that PGLDN has no HRMD Plan. Current competencies of HRMO staff are in personnel administration functions and complying with all government regulatory requirements. It does not have the capacity to plan, develop, execute and evaluate integrated human resource development systems.

Provincial Human

Resource Management

and Development Office

(PHRMDO) is more strategic

rather than transactional

COMPLETED

•Ithasalreadyproducedthefollowingoutputs:

Strategic HR Directions and Philosophy of the LGU;

Vision-Mission-Goals of the HRM Office; competency

gaps; draft sub-plans and write up of HRD Plan

sections.

•3-YearHRDPlan(covering19departments/offices)

formulated, approved by the Provincial Governor and

the Sangguniang Panlalawigan (SP) with budget for

Year 1 Interventions.

•PHRMDOstaffisintoapplicationoflearning-they

are spearheading the implementation of various Year

1 Interventions of the HRD Plan

•ThePHRMDOisimplementingthefollowingactivities

:

o Orientation on Strategic Performance

Management System (SPMS)

o Workshop on the Finalization of Individual

Performance Commitment & Review (IPCR)

o Orientation on various HR Systems

o Facilitating/assisting the formulation of Vision,

Mission and Goals of PEO, PPDO, provincial

Resource management Council (PRMC),

and Provincial Disaster and Risk Reduction

Management Office (PDRRMO)

o Conducting Teambuilding for the Emergency

Response Teams

o Orientation on the Re-Entry Action Plan (REAP) of

HRD Planning


206

BASELINE TARGET RESULT CURRENT STATUSThe HRMO of LDN transformed into a department from being a unit in the provincial administrator’s office performing personnel functions. This raised the need to improve structures, processes and systems to measure up to the challenge.

Improve structures, defined processes and systems, accountabilities and teamwork of the HRMO. Strengthened capacity to support and provide for HR requirements of the province and its priority reform agenda

COMPLETED

•Directions(vision,mission,goalsandstrategies)

of HRMO developed. Function and position charts

defined for the HRMO. Job Descriptions (using CSC

templates) prepared for the HRMO positions. There is

now clear delineation of functions and responsibilities

among HRMO staff. HR component in the strategic

financial management plan (SFMP) updated. HRMO

replicated it process in the JD and position charts

preparation to the newly created provincial internal

audit office (PIAO) and provincial engineering office

(PEO). Merit selection and promotion plan (MSPP) of

the province reviewed and updated for approval by

the Sangguniang Panlalawigan. Pool of administrative

officers (from the other departments/offices) set up to

perform HR activities in their respective offices.

•PHRMDOstructuressetup.Staffmembersare

assigned / designated to and performed the roles

and responsibilities indicated in the assigned

division/section.

•PHRMDOisassistingPEO,PPDO,PRMC

and PDRRMO in the conduct of: Enhancing the

Organizational, Functional and Position Charts,

Formulation of Vision, Mission and Goals Job

Description Writing

•HumanResourceSystemsformulated,approved

by the Provincial Governor, oriented the employees

and initiated implementation. The HR systems

(SPMS,RSP, PRAISE) and the HRD Plan have been

forwarded to the CSC for assessment (base on the

PRIME-HR)


208

CONTACT INFORMATIONFor more information kindly contact: rganisation Page,

PHILIPPINES AUSTRALIA HUMAN RESOURCE AND ORGANISATIONAL DEVELOPMENT FACILITY

Manila OfficeLevel 3, JMT BuildingADB Avenue, Ortigas CentrePasig City

+63 2 6389686

Davao Office6th Floor, Landco BuildingJP Laurel Avenue, BajadaDavao City

+63 82 225 8611

www.pahrodf.org.ph

[email protected]

www.pahrodf.org.ph

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